Q. What’s the most common mistake managers make?

A. One of the most common is thinking that once you’re the manager, you’re supposed to have all the answers. Even very good listeners sometimes abandon listening and leap into “super answer person” mode — telling people what to do; single-handedly trying to solve everyone’s problems.

Q. What’s the alternative?

A. It may seem counterintuitive, but all the really good leaders I know are excellent listeners. They know that their main job is to get people headed in the right direction... and one of the most effective ways to do that is to listen to them: ask good questions, and really attend to the responses. I’ve seen more careers derailed by leaders being out-of-touch with their employees’ insights, concerns and potential than by leaders not having the technical skills to do the job.
 The “people part” of management is where many managers succeed or fail.

Q. How do I make people do what they should?

A. You can’t really make people do stuff... at least not well, and not long-term. Fear, coercion, and avoidance of punishment are pretty good short-term motivators, but they yield diminishing returns. Over time, under these motivations, most employees will look for ways to make the least possible effort, or even — out of legitimate resentment — ways to sabotage their own results.

Q. Then... how does a manager get the results he or she needs?

A. You can treat employees like adults, and like business partners. You can make it clear what needs to be done, and why, and what the benefit is to them of doing it. You can make specific, mutual agreements. Then you can be consistent and fair in supporting their success. If they keep their agreements, great — let them know how pleased you are. If they don’t, let them know the consequences of continuing